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Eileen Barsi

Publications and source records attributed to Eileen Barsi.

2 recordsLinked to original sources

The community need index. A new tool pinpoints health care disparities in communities throughout the nation.

Catholic Healthcare West, San Francisco (CHW), has developed a national Community Need Index (CNI) in partnership with Solucient, an information products company, to help health care organizations, not-for-profits, and policymakers identify and address barriers to health care access in their communities. The CNI aggregates five socioeconomic indicators long known to contribute to health disparity--income, culture/language, education, housing status, and insurance coverage--and applies them to every zip code in the United States. Each zip code is then given a score ranging from 1.0 (low need) to 5.0 (high need). Residents of communities with the highest CNI scores were shown to be twice as likely to experience preventable hospitalization for manageable conditions--such as ear infections, pneumonia or congestive heart failure--as communities with the lowest CNI scores. The CNI provides compelling evidence for addressing socioeconomic barriers when considering health policy and local health planning. The tool highlights health care disparities between geographic regions and illustrates the acute needs of several notable geographies, including inner city and rural areas.Further, it should enable health care providers, policymakers, and others to allocate resources where they are most needed, using a standardized, quantitative tool. The CNI provides CHW with an important means to strategically allocate resources where it will be most effective in maintaining a healthy community.

Community Health Planning↗

Raising the bar.

In July 2002, Catholic Health West (CHW) established a policy that called for a uniform measurement and improvement of community benefit work that would preserve the flexibility of each facility to respond to the needs of its particular community. CHW's 40 member hospitals were asked to submit two community benefit goals that would be monitored for outcomes over the subsequent two years. The system's corporate office helped staff members at each facility determine the baseline for performance improvement, set realistic goals, establish measurable outcomes, and develop an effective intervention strategy for the health issue addressed. The goals, set forth in CHW's Community Benefit Policy and its Standards for Mission Integration, were included as part of each hospital president's annual performance evaluation. At the end of the third year of CHW's effort to apply greater scientific rigor to community benefit programming, more than 85 percent of its hospitals met or exceeded their stated goals.

California↗